Leadership in Manufacturing
Greenheck is continually looking at ways to improve and innovate
throughout the company. One critical factor to their success has been
improvement in operational efficiencies, driven by a corporate strategy
to achieve Operational Excellence.
Year-over-year productivity improvement has enabled Greenheck to offset
the impact of increasing costs and still provide competitively priced
products to their customers. This in turn has allowed the business to
grow and to capture increased market share.
In recent years, great strides have been made toward their "Vision of
Operational Excellence" through:
- Launching a continuous improvement initiative, the Greenheck Performance System (GPS)
- Investing capital aggressively back into the business providing state-of-the-art manufacturing technology and tooling
- Partnering with suppliers to optimize value throughout the entire supply chain.
Through these strategies, Greenheck is blending best manufacturing
practices to create flexible, low-cost processes that provide unmatched
value to their customers. Greenheck's Vision of Operational Excellence
consists of a well-trained workforce, easily visualized systems and
cost-effective equipment focused on value-added operations.
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In May 2002 the Greenheck Performance System (GPS) was launched. Through this
initiative, employees have been educated and have implemented the proven
methodologies of Design for Excellence, Maintenance Excellence, Business
Process Improvements and Lean Manufacturing throughout the entire
organization. Each of these methodologies directly correlates to the
manufacturing processes employed.
For example, through Design for Excellence Strategies, Greenheck challenges
itself to deliver maximum value to customers through their product designs.
This product design strategy uses cross-functional teams to exploit
manufacturing processes and creativity. Our Maintenance Excellence Strategy
strives for optimal equipment repeatability and availability. The equipment
employed must be dependable and capable, especially as inventories are
reduced and move closer to just-in-time production with single-piece flow.
Business process improvements focus on reducing waste in the office and
transactional areas. Strategies focus on variation reduction, assuring
repeatable and predictable processes. The processes must consistently
produce quality parts at the right time. Through Lean Strategies, Greenheck
focuses on maximizing the value in each value stream, eliminating waste and
non-value added activities.
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We don't "value engineer" - we engineer value.
Greenheck constantly focuses our efforts on identifying opportunities to
reduce product costs through internal and external value engineering, or
purchasing cost reductions. They partner with their suppliers to assure the
components that are purchased and installed in their products deliver optimal
value for our customers.
Over the past few years, many significant process improvements have been
implemented. The company believes that continuous improvement is a journey,
not a destination.
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